SOLUTION MANUAL Project Management, The Managerial Process, 8th Edition by Erik W. Larson, Clifford F. Gray All Chapters 1 - 16 

SOLUTION MANUAL
Project Management, The Managerial Process,
8th Edition by Erik W. Larson, Clifford F. Gray
All Chapters 1 - 16

,TABLE OF CONTENTS dl dl




Ch. 1 Modern Project Management
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Ch. 2 Organization Strategy and Project Selection
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Ch. 3 Organization: Structure and Culture
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Ch. 4 Defining the Project
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Ch. 5 Estimating Project Times and Costs
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Ch. 6 Developing a Project Schedule
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Ch. 7 Managing Risk
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Ch. 8 Scheduling Resources and Costs
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Ch. 9 Reducing Project Duration
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Ch. 10 Being an Effective Project Manager
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Ch. 11 Managing Project Teams
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Ch. 12 Outsourcing: Managing Interorganizational Relations
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Ch. 13 Progress and Performance Measurement and Evaluation
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Ch. 14 Project Closure
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Ch. 15 Agile Project Management
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Ch. 16 International Projects
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, Chapter 1 dl




Modern Project Management dl dl




Chapter Outline dl




1. What Is a Project?
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A. What a Project Is Not dl dl dl dl




B. Program versus Project dl dl




C. The Project Life Cycle dl dl dl




D. The Project Manager dl dl




E. Being Part of a Project Team dl dl dl dl dl




2. Agile Project Management
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3. Current Drivers of Project Management
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A. Compression of the Product Life Cycle dl dl dl dl dl




B. Knowledge Explosion dl




C. Triple Bottom Line (Planet, People, Profit) dl dl dl dl dl




D. Increased Customer Focus dl dl




E. Small Projects Represent Big Problems dl dl dl dl




4. Project Management Today: A Socio-Technical Approach
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5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions dl




9. Snapshot from Practice: Discussion Questions dl dl dl dl




10. Exercises
11. Case 1.1: A Day in the Life—2019
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12. Case 1.2: The Hokies Lunch Group
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, Chapter Learning Objectives dl dl




After reading this chapter you should be able to:
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LO 1-1
dl Understand why project management is crucial in today’s world. dl dl dl dl dl dl dl dl




LO 1-2
dl Distinguish a project fromroutine operations. dl dl dl dl dl




LO 1-3
dl Identify the different stages of a project life cycle. dl dl dl dl dl dl dl dl




LO 1-4
dl Describe how Agile PM is different from traditional PM. dl dl dl dl dl dl dl dl




LO 1-5
dl Understand that managing projects involves balancing the technical andsociocu dl dl dl dl dl dl dl dl dl




ltural dimensions of the project. dl dl dl dl




Review Questions dl




1. Define a project. What are five characteristics which help differentiate projectsfrom
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other functions carried out in the daily operations of the organization?
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A project is a complex, non-routine, one-
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time effort limited by time, budget, resource,and specifications. Differentiating characteristic
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s of projects from routine, repetitive daily work are below:
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a. A defined lifespan
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b. A well-defined objective
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c. Typically involves people from several disciplines dl dl dl dl dl




d. A project life cycle
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e. Specific time, cost, and performance requirements. dl dl dl dl dl




2. What are some of the key environmental forces that have changed the wayproj
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ects are managed? What has been the effect of these forces on the managemen
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t of projects?
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Some environmental forces that have changed the way we manage projects are the product
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life cycle, knowledge growth, global competition, organization downsizing,technology cha
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nges, time-to- dl




market. The impact of these forces is more projects perorganization, project teams respons
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ible for implementing projects, accountability, changing organization structures, need for r
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apid completion of projects, linking projects to organization strategy and customers, priori
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tizing projects to conserve organization resources, alliances with external organizations, an
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d so on. dl dl




3. Describe the four phases of the traditional project life cycle. Which phase do youthin dl dl dl dl dl dl dl dl dl dl dl dl dl ld




k would be most the difficult one to complete?
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